Author: admin

Solution Fundamental Corporate Finance

Solution Fundamental Corporate Finance

Solutions Manual Fundamentals of Corporate Finance 9th edition Ross, Westerfield, and Jordan Updated 09-29-2010 CHAPTER 1 INTRODUCTION TO CORPORATE FINANCE Answers to Concepts Review and Critical Thinking Questions 1. Capital budgeting (deciding whether to expand a manufacturing plant), capital structure (deciding whether to issue new equity and use the proceeds to retire outstanding debt), and working capital management (modifying the firm’s credit collection policy with its customers). 2. Disadvantages: unlimited liability, limited life, difficulty in transferring ownership, hard to raise capital funds.

Some advantages: simpler, less regulation, the owners are also the managers, sometimes personal tax rates are better than corporate tax rates. 3. The primary disadvantage of the corporate form is the double taxation to shareholders of distributed earnings and dividends. Some advantages include: limited liability, ease of transferability, ability to raise capital, and unlimited life. 4. In response to Sarbanes-Oxley, small firms have elected to go dark because of the costs of compliance. The costs to comply with Sarbox can be several million dollars, which can be a large percentage of a small firms profits.

A major cost of going dark is less access to capital. Since the firm is no longer publicly traded, it can no longer raise money in the public market. Although the company will still have access to bank loans and the private equity market, the costs associated with raising funds in these markets are usually higher than the costs of raising funds in the public market. 5. The treasurer’s office and the controller’s office are the two primary organizational groups that report directly to the chief financial officer.

The controller’s office handles cost and financial accounting, tax management, and management information systems, while the treasurer’s office is responsible for cash and credit management, capital budgeting, and financial planning. Therefore, the study of corporate finance is concentrated within the treasury group’s functions. 6. To maximize the current market value (share price) of the equity of the firm (whether it’s publicly-traded or not). 7. In the corporate form of ownership, the shareholders are the owners of the firm.

The shareholders elect the directors of the corporation, who in turn appoint the firm’s management. This separation of ownership from control in the corporate form of organization is what causes agency problems to exist. Management may act in its own or someone else’s best interests, rather than those of the shareholders. If such events occur, they may contradict the goal of maximizing the share price of the equity of the firm. 8. A primary market transaction. 9. In auction markets like the NYSE, brokers and agents meet at a physical location (the exchange) to match buyers and sellers of assets.

Dealer markets like NASDAQ consist of dealers operating at dispersed locales who buy and sell assets themselves, communicating with other dealers either electronically or literally over-the-counter. 10. Such organizations frequently pursue social or political missions, so many different goals are conceivable. One goal that is often cited is revenue minimization; i. e. , provide whatever goods and services are offered at the lowest possible cost to society. A better approach might be to observe that even a not-for-profit business has equity. Thus, one answer is that the appropriate goal is to maximize the value of the equity. 1. Presumably, the current stock value reflects the risk, timing, and magnitude of all future cash flows, both short-term and long-term. If this is correct, then the statement is false. 12. An argument can be made either way. At the one extreme, we could argue that in a market economy, all of these things are priced. There is thus an optimal level of, for example, ethical and/or illegal behavior, and the framework of stock valuation explicitly includes these. At the other extreme, we could argue that these are non-economic phenomena and are best handled through the political process.

A classic (and highly relevant) thought question that illustrates this debate goes something like this: “A firm has estimated that the cost of improving the safety of one of its products is $30 million. However, the firm believes that improving the safety of the product will only save $20 million in product liability claims. What should the firm do? ” 13. The goal will be the same, but the best course of action toward that goal may be different because of differing social, political, and economic institutions. 14. The goal of management should be to maximize the share price for the current shareholders.

If management believes that it can improve the profitability of the firm so that the share price will exceed $35, then they should fight the offer from the outside company. If management believes that this bidder or other unidentified bidders will actually pay more than $35 per share to acquire the company, then they should still fight the offer. However, if the current management cannot increase the value of the firm beyond the bid price, and no other higher bids come in, then management is not acting in the interests of the shareholders by fighting the offer.

Since current managers often lose their jobs when the corporation is acquired, poorly monitored managers have an incentive to fight corporate takeovers in situations such as this. 15. We would expect agency problems to be less severe in countries with a relatively small percentage of individual ownership. Fewer individual owners should reduce the number of diverse opinions concerning corporate goals. The high percentage of institutional ownership might lead to a higher degree of agreement between owners and managers on decisions concerning risky projects.

In addition, institutions may be better able to implement effective monitoring mechanisms on managers than can individual owners, based on the institutions’ deeper resources and experiences with their own management. The increase in institutional ownership of stock in the United States and the growing activism of these large shareholder groups may lead to a reduction in agency problems for U. S. corporations and a more efficient market for corporate control. 16. How much is too much? Who is worth more, Ray Irani or Tiger Woods? The simplest answer is that there is a market for executives just as there is for all types of labor.

Executive compensation is the price that clears the market. The same is true for athletes and performers. Having said that, one aspect of executive compensation deserves comment. A primary reason executive compensation has grown so dramatically is that companies have increasingly moved to stock-based compensation. Such movement is obviously consistent with the attempt to better align stockholder and management interests. In recent years, stock prices have soared, so management has cleaned up. It is sometimes argued that much of this reward is simply due to rising stock prices in general, not managerial performance.

Perhaps in the future, executive compensation will be designed to reward only differential performance, i. e. , stock price increases in excess of general market increases. CHAPTER 2 FINANCIAL STATEMENTS, TAXES AND CASH FLOW Answers to Concepts Review and Critical Thinking Questions 1. Liquidity measures how quickly and easily an asset can be converted to cash without significant loss in value. It’s desirable for firms to have high liquidity so that they have a large factor of safety in meeting short-term creditor demands. However, since liquidity also has an pportunity cost associated with it—namely that higher returns can generally be found by investing the cash into productive assets—low liquidity levels are also desirable to the firm. It’s up to the firm’s financial management staff to find a reasonable compromise between these opposing needs. 2. The recognition and matching principles in financial accounting call for revenues, and the costs associated with producing those revenues, to be “booked” when the revenue process is essentially complete, not necessarily when the cash is collected or bills are paid.

Note that this way is not necessarily correct; it’s the way accountants have chosen to do it. 3. Historical costs can be objectively and precisely measured whereas market values can be difficult to estimate, and different analysts would come up with different numbers. Thus, there is a tradeoff between relevance (market values) and objectivity (book values). 4. Depreciation is a non-cash deduction that reflects adjustments made in asset book values in accordance with the matching principle in financial accounting. Interest expense is a cash outlay, but it’s a financing cost, not an operating cost. . Market values can never be negative. Imagine a share of stock selling for –$20. This would mean that if you placed an order for 100 shares, you would get the stock along with a check for $2,000. How many shares do you want to buy? More generally, because of corporate and individual bankruptcy laws, net worth for a person or a corporation cannot be negative, implying that liabilities cannot exceed assets in market value. 6. For a successful company that is rapidly expanding, for example, capital outlays will be large, possibly leading to negative cash flow from assets.

In general, what matters is whether the money is spent wisely, not whether cash flow from assets is positive or negative. 7. It’s probably not a good sign for an established company, but it would be fairly ordinary for a start-up, so it depends. 8. For example, if a company were to become more efficient in inventory management, the amount of inventory needed would decline. The same might be true if it becomes better at collecting its receivables. In general, anything that leads to a decline in ending NWC relative to beginning would have this effect.

Negative net capital spending would mean more long-lived assets were liquidated than purchased. 9. If a company raises more money from selling stock than it pays in dividends in a particular period, its cash flow to stockholders will be negative. If a company borrows more than it pays in interest, its cash flow to creditors will be negative. 10. The adjustments discussed were purely accounting changes; they had no cash flow or market value consequences unless the new accounting information caused stockholders to revalue the derivatives. 11. Enterprise value is the theoretical takeover price.

In the event of a takeover, an acquirer would have to take on the company’s debt, but would pocket its cash. Enterprise value differs significantly from simple market capitalization in several ways, and it may be a more accurate representation of a firm’s value. In a takeover, the value of a firm’s debt would need to be paid by the buyer when taking over a company. This enterprise value provides a much more accurate takeover valuation because it includes debt in its value calculation. 12. In general, it appears that investors prefer companies that have a steady earnings stream. If true, this encourages companies to manage earnings.

Under GAAP, there are numerous choices for the way a company reports its financial statements. Although not the reason for the choices under GAAP, one outcome is the ability of a company to manage earnings, which is not an ethical decision. Even though earnings and cash flow are often related, earnings management should have little effect on cash flow (except for tax implications). If the market is “fooled” and prefers steady earnings, shareholder wealth can be increased, at least temporarily. However, given the questionable ethics of this practice, the company (and shareholders) will lose value if the practice is discovered.

Solutions to Questions and Problems NOTE: All end of chapter problems were solved using a spreadsheet. Many problems require multiple steps. Due to space and readability constraints, when these intermediate steps are included in this solutions manual, rounding may appear to have occurred. However, the final answer for each problem is found without rounding during any step in the problem. Basic 1. To find owner’s equity, we must construct a balance sheet as follows: Balance Sheet CA$5,100CL$4,300 NFA 23,800LTD7,400 OE ?? TA$28,900TL & OE$28,900

We know that total liabilities and owner’s equity (TL & OE) must equal total assets of $28,900. We also know that TL & OE is equal to current liabilities plus long-term debt plus owner’s equity, so owner’s equity is: OE = $28,900 – 7,400 – 4,300 = $17,200 NWC = CA – CL = $5,100 – 4,300 = $800 2. The income statement for the company is: Income Statement Sales$586,000 Costs 247,000 Depreciation 43,000 EBIT$296,000 Interest 32,000 EBT$264,000 Taxes(35%) 92,400 Net income$171,600 3. One equation for net income is: Net income = Dividends + Addition to retained earnings Rearranging, we get:

Addition to retained earnings = Net income – Dividends = $171,600 – 73,000 = $98,600 4. EPS= Net income / Shares = $171,600 / 85,000 = $2. 02 per share DPS= Dividends / Shares = $73,000 / 85,000 = $0. 86 per share 5. To find the book value of current assets, we use: NWC = CA – CL. Rearranging to solve for current assets, we get: CA = NWC + CL = $380,000 + 1,100,000 = $1,480,000 The market value of current assets and fixed assets is given, so: Book value CA = $1,480,000 Market value CA = $1,600,000 Book value NFA= $3,700,000 Market value NFA = $4,900,000 Book value assets= $5,180,000 Market value assets = $6,500,000 6.

Taxes = 0. 15($50K) + 0. 25($25K) + 0. 34($25K) + 0. 39($236K – 100K) = $75,290 7. The average tax rate is the total tax paid divided by net income, so: Average tax rate = $75,290 / $236,000 = 31. 90% The marginal tax rate is the tax rate on the next $1 of earnings, so the marginal tax rate = 39%. 8. To calculate OCF, we first need the income statement: Income Statement Sales$27,500 Costs 13,280 Depreciation 2,300 EBIT$11,920 Interest 1,105 Taxable income$10,815 Taxes (35%) 3,785 Net income $ 7,030 OCF = EBIT + Depreciation – Taxes = $11,920 + 2,300 – 3,785 = $10,435 9. Net capital spending = NFAend – NFAbeg + Depreciation

Net capital spending = $4,200,000 – 3,400,000 + 385,000 Net capital spending = $1,185,000 10. Change in NWC = NWCend – NWCbeg Change in NWC = (CAend – CLend) – (CAbeg – CLbeg) Change in NWC = ($2,250 – 1,710) – ($2,100 – 1,380) Change in NWC = $540 – 720 = –$180 11. Cash flow to creditors = Interest paid – Net new borrowing Cash flow to creditors = Interest paid – (LTDend – LTDbeg) Cash flow to creditors = $170,000 – ($2,900,000 – 2,600,000) Cash flow to creditors = –$130,000 12. Cash flow to stockholders = Dividends paid – Net new equity Cash flow to stockholders = Dividends paid – [(Commonend + APISend) – (Commonbeg + APISbeg)]

Cash flow to stockholders = $490,000 – [($815,000 + 5,500,000) – ($740,000 + 5,200,000)] Cash flow to stockholders = $115,000 Note, APIS is the additional paid-in surplus. 13. Cash flow from assets = Cash flow to creditors + Cash flow to stockholders = –$130,000 + 115,000 = –$15,000 Cash flow from assets = –$15,000 = OCF – Change in NWC – Net capital spending = –$15,000 = OCF – (–$85,000) – 940,000 Operating cash flow = –$15,000 – 85,000 + 940,000 Operating cash flow = $840,000 Intermediate 14. To find the OCF, we first calculate net income. Income Statement Sales$196,000 Costs 104,000 Other expenses 6,800

Depreciation 9,100 EBIT$76,100 Interest 14,800 Taxable income$61,300 Taxes 21,455 Net income $39,845 Dividends $10,400 Additions to RE$29,445 a. OCF = EBIT + Depreciation – Taxes = $76,100 + 9,100 – 21,455 = $63,745 b. CFC = Interest – Net new LTD = $14,800 – (–7,300) = $22,100 Note that the net new long-term debt is negative because the company repaid part of its long- term debt. c. CFS = Dividends – Net new equity = $10,400 – 5,700 = $4,700 d. We know that CFA = CFC + CFS, so: CFA = $22,100 + 4,700 = $26,800 CFA is also equal to OCF – Net capital spending – Change in NWC. We already know OCF.

Net capital spending is equal to: Net capital spending = Increase in NFA + Depreciation = $27,000 + 9,100 = $36,100 Now we can use: CFA = OCF – Net capital spending – Change in NWC $26,800 = $63,745 – 36,100 – Change in NWC Solving for the change in NWC gives $845, meaning the company increased its NWC by $845. 15. The solution to this question works the income statement backwards. Starting at the bottom: Net income = Dividends + Addition to ret. earnings = $1,500 + 5,100 = $6,600 Now, looking at the income statement: EBT – EBT ? Tax rate = Net income Recognize that EBT ? Tax rate is simply the calculation for taxes.

Solving this for EBT yields: EBT = NI / (1– tax rate) = $6,600 / (1 – 0. 35) = $10,154 Now you can calculate: EBIT = EBT + Interest = $10,154 + 4,500 = $14,654 The last step is to use: EBIT = Sales – Costs – Depreciation $14,654 = $41,000 – 19,500 – Depreciation Solving for depreciation, we find that depreciation = $6,846 16. The balance sheet for the company looks like this: Balance Sheet Cash$195,000Accounts payable$405,000 Accounts receivable137,000Notes payable 160,000 Inventory 264,000Current liabilities$565,000 Current assets$596,000Long-term debt 1,195,300 Total liabilities$1,760,300Tangible net fixed assets2,800,000

Intangible net fixed assets 780,000Common stock?? Accumulated ret. earnings 1,934,000 Total assets$4,176,000Total liab. & owners’ equity$4,176,000 Total liabilities and owners’ equity is: TL & OE = CL + LTD + Common stock + Retained earnings Solving for this equation for equity gives us: Common stock = $4,176,000 – 1,934,000 – 1,760,300 = $481,700 17. The market value of shareholders’ equity cannot be negative. A negative market value in this case would imply that the company would pay you to own the stock. The market value of shareholders’ equity can be stated as: Shareholders’ equity = Max [(TA – TL), 0].

So, if TA is $8,400, equity is equal to $1,100, and if TA is $6,700, equity is equal to $0. We should note here that the book value of shareholders’ equity can be negative. 18. a. Taxes Growth = 0. 15($50,000) + 0. 25($25,000) + 0. 34($13,000) = $18,170 Taxes Income = 0. 15($50,000) + 0. 25($25,000) + 0. 34($25,000) + 0. 39($235,000) + 0. 34($8,465,000) = $2,992,000 b. Each firm has a marginal tax rate of 34% on the next $10,000 of taxable income, despite their different average tax rates, so both firms will pay an additional $3,400 in taxes. 19. Income Statement Sales$730,000 COGS 580,000 A expenses 105,000

Depreciation 135,000 EBIT–$90,000 Interest 75,000 Taxable income–$165,000 Taxes (35%) 0 a. Net income–$165,000 b. OCF = EBIT + Depreciation – Taxes = –$90,000 + 135,000 – 0 = $45,000 c. Net income was negative because of the tax deductibility of depreciation and interest expense. However, the actual cash flow from operations was positive because depreciation is a non-cash expense and interest is a financing expense, not an operating expense. 20. A firm can still pay out dividends if net income is negative; it just has to be sure there is sufficient cash flow to make the dividend payments.

Change in NWC = Net capital spending = Net new equity = 0. (Given) Cash flow from assets = OCF – Change in NWC – Net capital spending Cash flow from assets = $45,000 – 0 – 0 = $45,000 Cash flow to stockholders = Dividends – Net new equity = $25,000 – 0 = $25,000 Cash flow to creditors = Cash flow from assets – Cash flow to stockholders Cash flow to creditors = $45,000 – 25,000 = $20,000 Cash flow to creditors = Interest – Net new LTD Net new LTD = Interest – Cash flow to creditors = $75,000 – 20,000 = $55,000 21. a. | |Income Statement | | | |Sales |$22,800 | | | |Cost of goods sold |16,050 | | | |Depreciation | 4,050 | | | |EBIT |$ 2,700 | | | |Interest | 1,830 | | | |Taxable income |$ 870 | | | |Taxes (34%) | 296 | | | |Net income |$ 574 | b. OCF = EBIT + Depreciation – Taxes = $2,700 + 4,050 – 296 = $6,454 c. Change in NWC = NWCend – NWCbeg (CAend – CLend) – (CAbeg – CLbeg) = ($5,930 – 3,150) – ($4,800 – 2,700) = $2,780 – 2,100 = $680 Net capital spending = NFAend – NFAbeg + Depreciation = $16,800 – 13,650 + 4,050 = $7,200 CFA = OCF – Change in NWC – Net capital spending = $6,454 – 680 – 7,200 = –$1,426 The cash flow from assets can be positive or negative, since it represents whether the firm raised funds or distributed funds on a net basis. In this problem, even though net income and OCF are positive, the firm invested heavily in both fixed assets and net working capital; it had to raise a net $1,426 in funds from its stockholders and creditors to make these investments. d.

Cash flow to creditors= Interest – Net new LTD = $1,830 – 0 = $1,830 Cash flow to stockholders= Cash flow from assets – Cash flow to creditors = –$1,426 – 1,830 = –$3,256 We can also calculate the cash flow to stockholders as: Cash flow to stockholders= Dividends – Net new equity Solving for net new equity, we get: Net new equity = $1,300 – (–3,256) = $4,556 The firm had positive earnings in an accounting sense (NI ; 0) and had positive cash flow from operations. The firm invested $680 in new net working capital and $7,200 in new fixed assets. The firm had to raise $1,426 from its stakeholders to support this new investment. It accomplished this by raising $4,556 in the form of new equity.

After paying out $1,300 of this in the form of dividends to shareholders and $1,830 in the form of interest to creditors, $1,426 was left to meet the firm’s cash flow needs for investment. 22. a. Total assets 2008 = $653 + 2,691 = $3,344 Total liabilities 2008 = $261 + 1,422 = $1,683 Owners’ equity 2008 = $3,344 – 1,683 = $1,661 Total assets 2009 = $707 + 3,240 = $3,947 Total liabilities 2009 = $293 + 1,512 = $1,805 Owners’ equity 2009 = $3,947 – 1,805 = $2,142 b. NWC 2008 = CA08 – CL08 = $653 – 261 = $392 NWC 2009 = CA09 – CL09 = $707 – 293 = $414 Change in NWC = NWC09 – NWC08 = $414 – 392 = $22 c. We can calculate net capital spending as: Net capital spending = Net fixed assets 2009 – Net fixed assets 2008 + Depreciation Net capital spending = $3,240 – 2,691 + 738 = $1,287

So, the company had a net capital spending cash flow of $1,287. We also know that net capital spending is: Net capital spending= Fixed assets bought – Fixed assets sold $1,287 = $1,350 – Fixed assets sold Fixed assets sold = $1,350 – 1,287 = $63 To calculate the cash flow from assets, we must first calculate the operating cash flow. The income statement is: |  |Income Statement | |  |Sales | $ 8,280. 00 | |  |Costs | 3,861. 00 | |  |Depreciation expense | 738 . 0 | |  |EBIT |$3,681. 00 | |  |Interest expense | 211 . 00 | |  |EBT | $3,470. 00 | |  |Taxes (35%) |1,215. 50 | |  |Net income | $2,256. 50 | So, the operating cash flow is: OCF = EBIT + Depreciation – Taxes = $3,681 + 738 – 1,214. 50 = $3,204. 50 And the cash flow from assets is: Cash flow from assets = OCF – Change in NWC – Net capital spending. = $3,204. 50 – 22 – 1,287 = $1,895. 50 d. Net new borrowing = LTD09 – LTD08 = $1,512 – 1,422 = $90

Cash flow to creditors = Interest – Net new LTD = $211 – 90 = $121 Net new borrowing = $90 = Debt issued – Debt retired Debt retired = $270 – 90 = $180 Challenge 23. Net capital spending= NFAend – NFAbeg + Depreciation = (NFAend – NFAbeg) + (Depreciation + ADbeg) – ADbeg = (NFAend – NFAbeg)+ ADend – ADbeg = (NFAend + ADend) – (NFAbeg + ADbeg) = FAend – FAbeg 24. a. The tax bubble causes average tax rates to catch up to marginal tax rates, thus eliminating the tax advantage of low marginal rates for high income corporations. b. Taxes = 0. 15($50,000) + 0. 25($25,000) + 0. 34($25,000) + 0. 39($235,000) = $113,900 Average tax rate = $113,900 / $335,000 = 34%

The marginal tax rate on the next dollar of income is 34 percent. For corporate taxable income levels of $335,000 to $10 million, average tax rates are equal to marginal tax rates. Taxes = 0. 34($10,000,000) + 0. 35($5,000,000) + 0. 38($3,333,333)= $6,416,667 Average tax rate = $6,416,667 / $18,333,334 = 35% The marginal tax rate on the next dollar of income is 35 percent. For corporate taxable income levels over $18,333,334, average tax rates are again equal to marginal tax rates. c. Taxes = 0. 34($200,000) = $68,000 $68,000= 0. 15($50,000) + 0. 25($25,000) + 0. 34($25,000) + X($100,000); X($100,000) = $68,000 – 22,250 X = $45,750 / $100,000 X = 45. 75% 25. |  |Balance sheet as of Dec. 1, 2008 | |  |Cash |$3,792 |  |  |  | Accounts payable |$3,984 | |  |Accounts receivable |5,021 |  |  |  | Notes payable |732 | |  |Inventory |8,927 |  |  |  | Current liabilities |$4,716 | |  |Current assets |$17,740 |  |  |  |  | | |  |  | |  |  |  | Long-term debt |$12,700 | |  |Net fixed assets |$31,805 |  |  |  | Owners’ equity |32,129 | |  |Total assets |$49,545 |  |  |  | Total liab. & equity |$49,545 | |  |Balance sheet as of Dec. 1, 2009 | |  |Cash |$4,041 |  |  |  | Accounts payable |$4,025 | |  |Accounts receivable |5,892 |  |  |  | Notes payable |717 | |  |Inventory |9,555 |  |  |  | Current liabilities |$4,742 | |  |Current assets |$19,488 |  |  |  |  | | |  |  | |  |  |  | Long-term debt |$15,435 | |  |Net fixed assets |$33,921 |  |  |  | Owners’ equity |33,232 | |  |Total assets |$53,409 |  |  |  | Total liab. equity |$53,409 | 2008 Income Statement2009 Income Statement | |Sales |$7,233. 00 | |Sales |$8,085. 00 | | |COGS |2,487. 00 | |COGS |2,942. 00 | | |Other expenses |591. 00 | |Other expenses |515. 00 | | |Depreciation |1,038. 00 | |Depreciation |1,085. 00 | | |EBIT |$3,117. 0 | |EBIT |$3,543. 00 | | |Interest |485. 00 | |Interest |579. 00 | | |EBT |$2,632. 00 | |EBT |$2,964. 00 | | |Taxes (34%) |894. 88 | |Taxes (34%) |1,007. 76 | | |Net income |$1,737. 12 | |Net income |$1,956. 4 | | | | | | | | | |Dividends |$882. 00 | |Dividends |$1,011. 00 | | |Additions to RE |855. 12 | |Additions to RE |945. 24 | 26. OCF = EBIT + Depreciation – Taxes = $3,543 + 1,085 – 1,007. 76 = $3,620. 24 Change in NWC = NWCend – NWCbeg = (CA – CL) end – (CA – CL) beg = ($19,488 – 4,742) – ($17,740 – 4,716) = $1,722 Net capital spending = NFAend – NFAbeg + Depreciation = $33,921 – 31,805 + 1,085 = $3,201

Cash flow from assets = OCF – Change in NWC – Net capital spending = $3,620. 24 – 1,722 – 3,201 = –$1,302. 76 Cash flow to creditors = Interest – Net new LTD Net new LTD = LTDend – LTDbeg Cash flow to creditors = $579 – ($15,435 – 12,700) = –$2,156 Net new equity = Common stockend – Common stockbeg Common stock + Retained earnings = Total owners’ equity Net new equity= (OE – RE) end – (OE – RE) beg = OEend – OEbeg + REbeg – REend REend = REbeg + Additions to RE08 1. Net new equity = OEend – OEbeg + REbeg – (REbeg + Additions to RE08) = OEend – OEbeg – Additions to RE Net new equity= $33,232 – 32,129 – 945. 24 = $157. 76 CFS = Dividends – Net new equity CFS = $1,011 – 157. 76 = $853. 24

As a check, cash flow from assets is –$1,302. 76. CFA= Cash flow from creditors + Cash flow to stockholders CFA= –$2,156 + 853. 24 = –$1,302. 76 CHAPTER 3 WORKING WITH FINANCIAL STATEMENTS Answers to Concepts Review and Critical Thinking Questions 1. a. If inventory is purchased with cash, then there is no change in the current ratio. If inventory is purchased on credit, then there is a decrease in the current ratio if it was initially greater than 1. 0. b. Reducing accounts payable with cash increases the current ratio if it was initially greater than 1. 0. c. Reducing short-term debt with cash increases the current ratio if it was initially greater than 1. 0. d.

As long-term debt approaches maturity, the principal repayment and the remaining interest expense become current liabilities. Thus, if debt is paid off with cash, the current ratio increases if it was initially greater than 1. 0. If the debt has not yet become a current liability, then paying it off will reduce the current ratio since current liabilities are not affected. e. Reduction of accounts receivables and an increase in cash leaves the current ratio unchanged. f. Inventory sold at cost reduces inventory and raises cash, so the current ratio is unchanged. g. Inventory sold for a profit raises cash in excess of the inventory recorded at cost, so the current ratio increases. 2.

The firm has increased inventory relative to other current assets; therefore, assuming current liability levels remain unchanged, liquidity has potentially decreased. 3. A current ratio of 0. 50 means that the firm has twice as much in current liabilities as it does in current assets; the firm potentially has poor liquidity. If pressed by its short-term creditors and suppliers for immediate payment, the firm might have a difficult time meeting its obligations. A current ratio of 1. 50 means the firm has 50% more current assets than it does current liabilities. This probably represents an improvement in liquidity; short-term obligations can generally be met com-pletely with a safety factor built in.

A current ratio of 15. 0, however, might be excessive. Any excess funds sitting in current assets generally earn little or no return. These excess funds might be put to better use by investing in productive long-term assets or distributing the funds to shareholders. 4. a. Quick ratio provides a measure of the short-term liquidity of the firm, after removing the effects of inventory, generally the least liquid of the firm’s current assets. b. Cash ratio represents the ability of the firm to completely pay off its current liabilities with its most liquid asset (cash). c. Total asset turnover measures how much in sales is generated by each dollar of firm assets. d.

Equity multiplier represents the degree of leverage for an equity investor of the firm; it measures the dollar worth of firm assets each equity dollar has a claim to. e. Long-term debt ratio measures the percentage of total firm capitalization funded by long-term debt. f. Times interest earned ratio provides a relative measure of how well the firm’s operating earnings can cover current interest obligations. g. Profit margin is the accounting measure of bottom-line profit per dollar of sales. h. Return on assets is a measure of bottom-line profit per dollar of total assets. i. Return on equity is a measure of bottom-line profit per dollar of equity. j.

Price-earnings ratio reflects how much value per share the market places on a dollar of accounting earnings for a firm. 5. Common size financial statements express all balance sheet accounts as a percentage of total assets and all income statement accounts as a percentage of total sales. Using these percentage values rather than nominal dollar values facilitates comparisons between firms of different size or business type. Common-base year financial statements express each account as a ratio between their current year nominal dollar value and some reference year nominal dollar value. Using these ratios allows the total growth trend in the accounts to be measured. 6.

Peer group analysis involves comparing the financial ratios and operating performance of a particular firm to a set of peer group firms in the same industry or line of business. Comparing a firm to its peers allows the financial manager to evaluate whether some aspects of the firm’s operations, finances, or investment activities are out of line with the norm, thereby providing some guidance on appropriate actions to take to adjust these ratios if appropriate. An aspirant group would be a set of firms whose performance the company in question would like to emulate. The financial manager often uses the financial ratios of aspirant groups as the target ratios for his or her firm; some managers are evaluated by how well they match the performance of an identified aspirant group. 7.

Return on equity is probably the most important accounting ratio that measures the bottom-line performance of the firm with respect to the equity shareholders. The Du Pont identity emphasizes the role of a firm’s profitability, asset utilization efficiency, and financial leverage in achieving an ROE figure. For example, a firm with ROE of 20% would seem to be doing well, but this figure may be misleading if it were marginally profitable (low profit margin) and highly levered (high equity multiplier). If the firm’s margins were to erode slightly, the ROE would be heavily impacted. 8. The book-to-bill ratio is intended to measure whether demand is growing or falling.

It is closely followed because it is a barometer for the entire high-tech industry where levels of revenues and earnings have been relatively volatile. 9. If a company is growing by opening new stores, then presumably total revenues would be rising. Comparing total sales at two different points in time might be misleading. Same-store sales control for this by only looking at revenues of stores open within a specific period. 10. a. For an electric utility such as Con Ed, expressing costs on a per kilowatt hour basis would be a way to compare costs with other utilities of different sizes. b. For a retailer such as Sears, expressing sales on a per square foot basis would be useful in comparing revenue production against other retailers. c.

For an airline such as Southwest, expressing costs on a per passenger mile basis allows for comparisons with other airlines by examining how much it costs to fly one passenger one mile. d. For an on-line service provider such as AOL, using a per call basis for costs would allow for comparisons with smaller services. A per subscriber basis would also make sense. e. For a hospital such as Holy Cross, revenues and costs expressed on a per bed basis would be useful. f. For a college textbook publisher such as McGraw-Hill/Irwin, the leading publisher of finance textbooks for the college market, the obvious standardization would be per book sold. 11.

Reporting the sale of Treasury securities as cash flow from operations is an accounting “trick”, and as such, should constitute a possible red flag about the companies accounting practices. For most companies, the gain from a sale of securities should be placed in the financing section. Including the sale of securities in the cash flow from operations would be acceptable for a financial company, such as an investment or commercial bank. 12. Increasing the payables period increases the cash flow from operations. This could be beneficial for the company as it may be a cheap form of financing, but it is basically a one time change. The payables period cannot be increased indefinitely as it will negatively affect the company’s credit rating if the payables period becomes too long. Solutions to Questions and Problems

NOTE: All end of chapter problems were solved using a spreadsheet. Many problems require multiple steps. Due to space and readability constraints, when these intermediate steps are included in this solutions manual, rounding may appear to have occurred. However, the final answer for each problem is found without rounding during any step in the problem. Basic 1. Using the formula for NWC, we get: NWC = CA – CL CA = CL + NWC = $3,720 + 1,370 = $5,090 So, the current ratio is: Current ratio = CA / CL = $5,090/$3,720 = 1. 37 times And the quick ratio is: Quick ratio = (CA – Inventory) / CL = ($5,090 – 1,950) / $3,720 = 0. 84 times 2. We need to find net income first. So:

Profit margin = Net income / Sales Net income = Sales(Profit margin) Net income = ($29,000,000)(0. 08) = $2,320,000 ROA = Net income / TA = $2,320,000 / $17,500,000 = . 1326 or 13. 26% To find ROE, we need to find total equity. Since TL & OE equals TA: TA = TD + TE TE = TA – TD TE = $17,500,000 – 6,300,000 = $11,200,000 ROE = Net income / TE = 2,320,000 / $11,200,000 = . 2071 or 20. 71% 3. Receivables turnover = Sales / Receivables Receivables turnover = $3,943,709 / $431,287 = 9. 14 times Days’ sales in receivables = 365 days / Receivables turnover = 365 / 9. 14 = 39. 92 days The average collection period for an outstanding accounts receivable balance was 39. 92 days. 4.

Inventory turnover = COGS / Inventory Inventory turnover = $4,105,612 / $407,534 = 10. 07 times Days’ sales in inventory = 365 days / Inventory turnover = 365 / 10. 07 = 36. 23 days On average, a unit of inventory sat on the shelf 36. 23 days before it was sold. 5. Total debt ratio = 0. 63 = TD / TA Substituting total debt plus total equity for total assets, we get: 0. 63 = TD / (TD + TE) Solving this equation yields: 0. 63(TE) = 0. 37(TD) Debt/equity ratio = TD / TE = 0. 63 / 0. 37 = 1. 70 Equity multiplier = 1 + D/E = 2. 70 6. Net income = Addition to RE + Dividends = $430,000 + 175,000 = $605,000 Earnings per share= NI / Shares = $605,000 / 210,000 = $2. 88 per share

Dividends per share= Dividends / Shares = $175,000 / 210,000 = $0. 83 per share Book value per share= TE / Shares = $5,300,000 / 210,000 = $25. 24 per share Market-to-book ratio = Share price / BVPS = $63 / $25. 24 = 2. 50 times P/E ratio = Share price / EPS = $63 / $2. 88 = 21. 87 times Sales per share= Sales / Shares= $4,500,000 / 210,000 = $21. 43 P/S ratio = Share price / Sales per share= $63 / $21. 43 = 2. 94 times 7. ROE = (PM)(TAT)(EM) ROE = (. 055)(1. 15)(2. 80) = . 1771 or 17. 71% 8. This question gives all of the necessary ratios for the DuPont Identity except the equity multiplier, so, using the DuPont Identity: ROE = (PM)(TAT)(EM) ROE = . 827 = (. 068)(1. 95)(EM) EM = . 1827 / (. 068)(1. 95) = 1. 38 D/E = EM – 1 = 1. 38 – 1 = 0. 38 9. Decrease in inventory is a source of cash Decrease in accounts payable is a use of cash Increase in notes payable is a source of cash Increase in accounts receivable is a use of cash Change in cash = sources – uses = $375 – 190 + 210 – 105 = $290 Cash increased by $290 10. Payables turnover = COGS / Accounts payable Payables turnover = $28,834 / $6,105 = 4. 72 times Days’ sales in payables = 365 days / Payables turnover Days’ sales in payables = 365 / 4. 72 = 77. 28 days The company left its bills to suppliers outstanding for 77. 25 days on average.

A large value for this ratio could imply that either (1) the company is having liquidity problems, making it difficult to pay off its short-term obligations, or (2) that the company has successfully negotiated lenient credit terms from its suppliers. 11. New investment in fixed assets is found by: Net investment in FA = (NFAend – NFAbeg) + Depreciation Net investment in FA = $835 + 148 = $983 The company bought $983 in new fixed assets; this is a use of cash. 12. The equity multiplier is: EM = 1 + D/E EM = 1 + 0. 65 = 1. 65 One formula to calculate return on equity is: ROE = (ROA)(EM) ROE = . 085(1. 65) = . 1403 or 14. 03% ROE can also be calculated as: ROE = NI / TE So, net income is: NI = ROE(TE) NI = (. 1403)($540,000) = $75,735 13. through 15:   |2008 |#13|  |2009 |#13|#14 | |Assets | | | | | | | |Current assets | | | | | | | | Cash |$8,436 | |$1,721 |U | |$10,157 | | Accounts receivable |21,530 | |1,876 |U | |23,406 | | Inventory |38,760 | |3,890 |U | |42,650 | | Total |$68,726 | |$7,487 |U | |$76,213 | |Fixed assets | | | | | | | Net plant and equipment |$226,706 | |$21,600 |U | |$248,306 | |Total assets |$295,432 | |$29,087 |U | |$324,519 | |  | | | | | | | |Liabilities and Owners’ Equity | | | | | | | |Current liabilities | | | | | | | | Accounts payable |$43,050 | |3,771 |S | |$46,821 | | Notes payable |18,384 | |–1,002 |U | |17,382 | | Total |$61,434 | |2,769 |S | |$64,203 | |Long-term debt |25,000 | |$7,000 |S | |32,000 | |Owners’ equity | | | | | | | | Common stock and paid-in surplus |$40,000 | |$0 | | |$40,000 | | Accumulated retained earnings |168,998 | |19,318 |S | |188,316 | | Total |$208,998 | |$19,318 |S | |$228,316 | |Total liabilities and owners’ equity |$295,432 | |$29,087 |S | |$324,519 | The firm used $29,087 in cash to acquire new assets. It raised this amount of cash by increasing liabilities and owners’ equity by $29,087. In particular, the needed funds were raised by internal financing (on a net basis), out of the additions to retained earnings, an increase in current liabilities, and by an issue of long-term debt. 17. a. Current ratio = Current assets / Current liabilities Current ratio 2008 = $68,726 / $61,434 = 1. 12 times Current ratio 2009 = $76,213 / $64,203 = 1. 19 times b.

Quick ratio = (Current assets – Inventory) / Current liabilities Quick ratio 2008 = ($67,726 – 38,760) / $61,434 = 0. 49 times Quick ratio 2009 = ($76,213 – 42,650) / $64,203 = 0. 52 times c. Cash ratio = Cash / Current liabilities Cash ratio 2008 = $8,436 / $61,434 = 0. 14 times Cash ratio 2009 = $10,157 / $64,203 = 0. 16 times d. NWC ratio = NWC / Total assets NWC ratio 2008 = ($68,726 – 61,434) / $295,432 = 2. 47% NWC ratio 2009 = ($76,213 – 64,203) / $324,519 = 3. 70% e. Debt-equity ratio = Total debt / Total equity Debt-equity ratio 2008 = ($61,434 + 25,000) / $208,998 = 0. 41 times Debt-equity ratio 2009 = ($64,206 + 32,000) / $228,316 = 0. 42 times Equity multiplier = 1 + D/E Equity multiplier 2008 = 1 + 0. 41 = 1. 41

Equity multiplier 2009 = 1 + 0. 42 = 1. 42 f. Total debt ratio = (Total assets – Total equity) / Total assets Total debt ratio 2008= ($295,432 – 208,998) / $295,432 = 0. 29 Total debt ratio 2009 = ($324,519 – 228,316) / $324,519 = 0. 30 Long-term debt ratio = Long-term debt / (Long-term debt + Total equity) Long-term debt ratio 2008= $25,000 / ($25,000 + 208,998) = 0. 11 Long-term debt ratio 2009= $32,000 / ($32,000 + 228,316) = 0. 12 Intermediate 18. This is a multi-step problem involving several ratios. The ratios given are all part of the DuPont Identity. The only DuPont Identity ratio not given is the profit margin.

If we know the profit margin, we can find the net income since sales are given. So, we begin with the DuPont Identity: ROE = 0. 15 = (PM)(TAT)(EM) = (PM)(S / TA)(1 + D/E) Solving the DuPont Identity for profit margin, we get: PM = [(ROE)(TA)] / [(1 + D/E)(S)] PM = [(0. 15)($3,105)] / [(1 + 1. 4)( $5,726)] = . 0339 Now that we have the profit margin, we can use this number and the given sales figure to solve for net income: PM = . 0339 = NI / S NI = . 0339($5,726) = $194. 06 19. This is a multi-step problem involving several ratios. It is often easier to look backward to determine where to start. We need receivables turnover to find days’ sales in receivables.

To calculate receivables turnover, we need credit sales, and to find credit sales, we need total sales. Since we are given the profit margin and net income, we can use these to calculate total sales as: PM = 0. 087 = NI / Sales = $218,000 / Sales; Sales = $2,505,747 Credit sales are 70 percent of total sales, so: Credit sales = $2,515,747(0. 70) = $1,754,023 Now we can find receivables turnover by: Receivables turnover = Credit sales / Accounts receivable = $1,754,023 / $132,850 = 13. 20 times Days’ sales in receivables = 365 days / Receivables turnover = 365 / 13. 20 = 27. 65 days 20. The solution to this problem requires a number of steps. First, remember that CA + NFA = TA.

So, if we find the CA and the TA, we can solve for NFA. Using the numbers given for the current ratio and the current liabilities, we solve for CA: CR = CA / CL CA = CR(CL) = 1. 25($875) = $1,093. 75 To find the total assets, we must first find the total debt and equity from the information given. So, we find the sales using the profit margin: PM = NI / Sales NI = PM(Sales) = . 095($5,870) = $549. 10 We now use the net income figure as an input into ROE to find the total equity: ROE = NI / TE TE = NI / ROE = $549. 10 / . 185 = $2,968. 11 Next, we need to find the long-term debt. The long-term debt ratio is: Long-term debt ratio = 0. 45 = LTD / (LTD + TE) Inverting both sides gives: 1 / 0. 5 = (LTD + TE) / LTD = 1 + (TE / LTD) Substituting the total equity into the equation and solving for long-term debt gives the following: 2. 222 = 1 + ($2,968. 11 / LTD) LTD = $2,968. 11 / 1. 222 = $2,428. 45 Now, we can find the total debt of the company: TD = CL + LTD = $875 + 2,428. 45 = $3,303. 45 And, with the total debt, we can find the TD, which is equal to TA: TA = TD + TE = $3,303. 45 + 2,968. 11 = $6,271. 56 And finally, we are ready to solve the balance sheet identity as: NFA = TA – CA = $6,271. 56 – 1,093. 75 = $5,177. 81 21. Child: Profit margin = NI / S = $3. 00 / $50 = . 06 or 6% Store: Profit margin = NI / S = $22,500,000 / $750,000,000= . 3 or 3% The advertisement is referring to the store’s profit margin, but a more appropriate earnings measure for the firm’s owners is the return on equity. ROE = NI / TE = NI / (TA – TD) ROE = $22,500,000 / ($420,000,000 – 280,000,000) = . 1607 or 16. 07% 22. The solution requires substituting two ratios into a third ratio. Rearranging D/TA: Firm AFirm B D / TA = . 35D / TA = . 30 (TA – E) / TA = . 35(TA – E) / TA = . 30 (TA / TA) – (E / TA) = . 35(TA / TA) – (E / TA) = . 30 1 – (E / TA) = . 351 – (E / TA) = . 30 E / TA = . 65E / TA = . 30 E = . 65(TA)E = . 70 (TA) Rearranging ROA, we find: NI / TA = . 12NI / TA = . 11 NI = . 12(TA)NI = . 11(TA)

Since ROE = NI / E, we can substitute the above equations into the ROE formula, which yields: ROE = . 12(TA) / . 65(TA) = . 12 / . 65 = 18. 46%ROE = . 11(TA) / . 70 (TA) = . 11 / . 70 = 15. 71% 23. This problem requires you to work backward through the income statement. First, recognize that Net income = (1 – t)EBT. Plugging in the numbers given and solving for EBT, we get: EBT = $13,168 / (1 – 0. 34) = $19,951. 52 Now, we can add interest to EBT to get EBIT as follows: EBIT = EBT + Interest paid = $19,951. 52 + 3,605 = $23,556. 52 To get EBITD (earnings before interest, taxes, and depreciation), the numerator in the cash coverage ratio, add depreciation to EBIT: EBITD = EBIT + Depreciation = $23,556. 52 + 2,382 = $25,938. 52

Now, simply plug the numbers into the cash coverage ratio and calculate: Cash coverage ratio = EBITD / Interest = $25,938. 52 / $3,605 = 7. 20 times 24. The only ratio given which includes cost of goods sold is the inventory turnover ratio, so it is the last ratio used. Since current liabilities is given, we start with the current ratio: Current ratio = 1. 40 = CA / CL = CA / $365,000 CA = $511,000 Using the quick ratio, we solve for inventory: Quick ratio = 0. 85 = (CA – Inventory) / CL = ($511,000 – Inventory) / $365,000 Inventory = CA – (Quick ratio ? CL) Inventory = $511,000 – (0. 85 ? $365,000) Inventory = $200,750 Inventory turnover = 5. 2 = COGS / Inventory = COGS / $200,750 COGS = $1,164,350 25. PM = NI / S = –? 13,482,000 / ? 138,793 = –0. 0971 or –9. 71% As long as both net income and sales are measured in the same currency, there is no problem; in fact, except for some market value ratios like EPS and BVPS, none of the financial ratios discussed in the text are measured in terms of currency. This is one reason why financial ratio analysis is widely used in international finance to compare the business operations of firms and/or divisions across national economic borders. The net income in dollars is: NI = PM ? Sales NI = –0. 0971($274,213,000) = –$26,636,355 26. Short-term solvency ratios:

Current ratio = Current assets / Current liabilities Current ratio 2008= $56,260 / $38,963 = 1. 44 times Current ratio 2009= $60,550 / $43,235 = 1. 40 times Quick ratio = (Current assets – Inventory) / Current liabilities Quick ratio 2008= ($56,260 – 23,084) / $38,963 = 0. 85 times Quick ratio 2009= ($60,550 – 24,650) / $43,235 = 0. 83 times Cash ratio = Cash / Current liabilities Cash ratio 2008= $21,860 / $38,963 = 0. 56 times Cash ratio 2009 = $22,050 / $43,235 = 0. 51 times Asset utilization ratios: Total asset turnover = Sales / Total assets Total asset turnover= $305,830 / $321,075 = 0. 95 times Inventory turnover= Cost of goods sold / Inventory

Inventory turnover = $210,935 / $24,650 = 8. 56 times Receivables turnover= Sales / Accounts receivable Receivables turnover = $305,830 / $13,850 = 22. 08 times Long-term solvency ratios: Total debt ratio = (Total assets – Total equity) / Total assets Total debt ratio 2008= ($290,328 – 176,365) / $290,328 = 0. 39 Total debt ratio 2009= ($321,075 – 192,840) / $321,075 = 0. 40 Debt-equity ratio = Total debt / Total equity Debt-equity ratio 2008= ($38,963 + 75,000) / $176,365 = 0. 65 Debt-equity ratio 2009= ($43,235 + 85,000) / $192,840 = 0. 66 Equity multiplier = 1 + D/E Equity multiplier 2008 = 1 + 0. 65 = 1. 65 Equity multiplier 2009 = 1 + 0. 66 = 1. 66

Times interest earned= EBIT / Interest Times interest earned= $68,045 / $11,930 = 5. 70 times Cash coverage ratio= (EBIT + Depreciation) / Interest Cash coverage ratio = ($68,045 + 26,850) / $11,930 = 7. 95 times Profitability ratios: Profit margin= Net income / Sales Profit margin= $36,475 / $305,830 = 0. 1193 or 11. 93% Return on assets= Net income / Total assets Return on assets= $36,475 / $321,075 = 0. 1136 or 11. 36% Return on equity= Net income / Total equity Return on equity= $36,475 / $192,840 = 0. 1891 or 18. 91% 27. The DuPont identity is: ROE = (PM)(TAT)(EM) ROE = (0. 1193)(0. 95)(1. 66) = 0. 1891 or 18. 91% 28. SMOLIRA GOLF CORP. Statement of Cash Flows For 2009 |  |Cash, beginning of the year | $ 21,860 | | |  |  |  |  | | |  |  |Net income |  |  | $ 36,475 | | |  |Plus: |  |  |  |  |  | | |  |  |Depreciation |  |  | $ 26,850 | | |  |  |Increase in accounts payable | 3,530 | | |  |  |Increase in other current liabilities | 1,742 | | |  |Less: |  |  |  |  |  | | |  |  |Increase in accounts receivable | $ (2,534) | | |  |  |Increase in inventory |  | (1,566) | | |  |  |  | | |  |  |  |  | | |  |  |Fixed asset acquisition | $(53,307) | | |  |Net cash from investment activities | $(53,307) | | |  |  |   | | |  |  |Increase in notes payable | $ (1,000) | | |  |  |Dividends paid |  | (20,000) | | |  |  |Increase in long-term debt | 10,000 | | |  |Net cash from financing activities | $(11,000) | | |  |  |  |  | | |  |  |  |  | 29. Earnings per share = Net income / Shares Earnings per share= $36,475 / 25,000 = $1. 46 per share P/E ratio= Shares price / Earnings per share P/E ratio = $43 / $1. 46 = 29. 47 times Dividends per share= Dividends / Shares Dividends per share= $20,000 / 25,000 = $0. 0 per share Book value per share= Total equity / Shares Book value per share= $192,840 / 25,000 shares = $7. 71 per share Market-to-book ratio= Share price / Book value per share Market-to-book ratio = $43 / $7. 71 = 5. 57 times PEG ratio= P/E ratio / Growth rate PEG ratio = 29. 47 / 9 = 3. 27 times 30. First, we will find the market value of the company’s equity, which is: Market value of equity = Shares ? Share price Market value of equity = 25,000($43) = $1,075,000 The total book value of the company’s debt is: Total debt = Current liabilities + Long-term debt Total debt = $43,235 + 85,000 = $128,235 Now we can calculate Tobin’s Q, which is:

Tobin’s Q = (Market value of equity + Book value of debt) / Book value of assets Tobin’s Q = ($1,075,000 + 128,235) / $321,075 Tobin’s Q = 3. 75 Using the book value of debt implicitly assumes that the book value of debt is equal to the market value of debt. This will be discussed in more detail in later chapters, but this assumption is generally true. Using the book value of assets assumes that the assets can be replaced at the current value on the balance sheet. There are several reasons this assumption could be flawed. First, inflation during the life of the assets can cause the book value of the assets to understate the market value of the assets.

Since assets are recorded at cost when purchased, inflation means that it is more expensive to replace the assets. Second, improvements in technology could mean that the assets could be replaced with more productive, and possibly cheaper, assets. If this is true, the book value can overstate the market value of the assets. Finally, the book value of assets may not accurately represent the market value of the assets because of depreciation. Depreciation is done according to some schedule, generally straight-line or MACRS. Thus, the book value and market value can often diverge. CHAPTER 4 LONG-TERM FINANCIAL PLANNING AND GROWTH Answers to Concepts Review and Critical Thinking Questions 1.

The reason is that, ultimately, sales are the driving force behind a business. A firm’s assets, employees, and, in fact, just about every aspect of its operations and financing exist to directly or indirectly support sales. Put differently, a firm’s future need for things like capital assets, employees, inventory, and financing are determined by its future sales level. 2. Two assumptions of the sustainable growth formula are that the company does not want to sell new equity, and that financial policy is fixed. If the company raises outside equity, or increases its debt-equity ratio it can grow at a higher rate than the sustainable growth rate.

Of course the company could also grow faster than its profit margin increases, if it changes its dividend policy by increasing the retention ratio, or its total asset turnover increases. 3. The internal growth rate is greater than 15%, because at a 15% growth rate the negative EFN indicates that there is excess internal financing. If the internal growth rate is greater than 15%, then the sustainable growth rate is certainly greater than 15%, because there is additional debt financing used in that case (assuming the firm is not 100% equity-financed). As the retention ratio is increased, the firm has more internal sources of funding, so the EFN will decline. Conversely, as the retention ratio is decreased, the EFN will rise.

If the firm pays out all its earnings in the form of dividends, then the firm has no internal sources of funding (ignoring the effects of accounts payable); the internal growth rate is zero in this case and the EFN will rise to the change in total assets. 4. The sustainable growth rate is greater than 20%, because at a 20% growth rate the negative EFN indicates that there is excess financing still available. If the firm is 100% equity financed, then the sustainable and internal growth rates are equal and the internal growth rate would be greater than 20%. However, when the firm has some debt, the internal growth rate is always less than the sustainable growth rate, so it is ambiguous whether the internal growth rate would be greater than or less than 20%.

If the retention ratio is increased, the firm will have more internal funding sources available, and it will have to take on more debt to keep the debt/equity ratio constant, so the EFN will decline. Conversely, if the retention ratio is decreased, the EFN will rise. If the retention rate is zero, both the internal and sustainable growth rates are zero, and the EFN will rise to the change in total assets. 5. Presumably not, but, of course, if the product had been much less popular, then a similar fate would have awaited due to lack of sales. 6. Since customers did not pay until shipment, receivables rose. The firm’s NWC, but not its cash, increased. At the same time, costs were rising faster than cash revenues, so operating cash flow declined.

The firm’s capital spending was also rising. Thus, all three components of cash flow from assets were negatively impacted. 7. Apparently not! In hindsight, the firm may have underestimated costs and also underestimated the extra demand from the lower price. 8. Financing possibly could have been arranged if the company had taken quick enough action. Sometimes it becomes apparent that help is needed only when it is too late, again emphasizing the need for planning. 9. All three were important, but the lack of cash or, more generally, financial resources ultimately spelled doom. An inadequate cash resource is usually cited as the most common cause of small business failure. 10.

Demanding cash up front, increasing prices, subcontracting production, and improving financial resources via new owners or new sources of credit are some of the options. When orders exceed capacity, price increases may be especially beneficial. Solutions to Questions and Problems NOTE: All end of chapter problems were solved using a spreadsheet. Many problems require multiple steps. Due to space and readability constraints, when these intermediate steps are included in this solutions manual, rounding may appear to have occurred. However, the final answer for each problem is found without rounding during any step in the problem. Basic 1. It is important to remember that equity will not increase by the same percentage as the other assets.

If every other item on the income statement and balance sheet increases by 15 percent, the pro forma income statement and balance sheet will look like this: Pro forma income statement Pro forma balance sheet Sales$26,450Assets$18,170Debt$5,980 Costs19,205Equity12,190 Net income$7,245Total$18,170Total$18,170 In order for the balance sheet to balance, equity must be: Equity = Total liabilities and equity – Debt Equity = $18,170 – 5,980 Equity = $12,190 Equity increased by: Equity increase = $12,190 – 10,600 Equity increase = $1,590 Net income is $7,245 but equity only increased by $1,590; therefore, a dividend of: Dividend = $7,245 – 1,590 Dividend = $5,655 must have been paid. Dividends paid is the plug variable. 2. Here we are given the dividend amount, so dividends paid is not a plug variable.

If the company pays out one-half of its net income as dividends, the pro forma income statement and balance sheet will look like this: |Pro forma income statement | |Pro forma balance sheet | |Sales |$26,450. 00 | |Assets |$18,170. 00 | |Debt |$ 5,200. 00

Old Turkey Mash

Old Turkey Mash

Old Turkey Mash Case: The firm has been writing off all the warehousing and oak barrel costs incurred as they are capitalizing these items as period cost which has a direct impact on their Net income. In the given income statement the cost incurred during the period is written off in the same year. Therefore the cost of production which is still in process of aging is charged against the revenue due to which net profit is decreased. The firm has is now under pressure (result of projected losses in the third year) as they ask the local bank to finance the production expansion which is likely to finance only profitable ventures.

The firm should change their accounting style and use product cost model so that the firm only capitalizes the revenues and cost when they sell a unit of bottled old turkey. Treating the warehousing and barrel costs as product cost would reflect on the income statement as now the third year projected losses can be transformed into profits allowing the president to make a stronger case in front of the local bank. Using product cost instead of period cost: assuming that we had 50,000 aging barrels in the base year. Cost of production/barrel = material cost + cost of new oak barrel + rental + direct cost = 100 + 75 + 20 + 50 = 245. year 0| Year 1| Year 2| Year 3| Cost of production incurred during the period| 5,250,000| 5,540,000| 5,970,000| 6,540,000| Add beginning Work in progress inventory| 12,250,000| 12,250,000| 12,740,000| 13,720,000| Total cost of production accounted for| 17,500,000| 17,790,000| 18,710,000| 20,260,000| Less :ending work in progress inventory| 245 * 50000 =12,250,000| 245*52000 =12,740,000| 245*56000=13,720,000| 245*62000=15,190,000| Cost of production| 5,250,000| 5,050,000| 4,990,000| 5,070,000| Revenues| 6,000,000| 6,000,000| 6,000,000| 6,000,000| Net income before taxes| 750,000| 950,000| 1,010,000| 930,000|

Improving Teacher–Student Interaction in the English Classroom

Improving Teacher–Student Interaction in the English Classroom

Title Improving teacher–student interaction in the English classroom Acknowledgement I would like to acknowledge all the students and the teachers from Newman Catholic College who helped and guided me to formulate my research topic, as well as, the process of carrying out the action plan. Abstract This paper offers an example of how to apply action research to improve and explore the patterns of teacher-student verbal communication that existed in my classroom. Pre and post survey and teacher observation were used to record changes in the classroom interaction during the one-month study period.

The purpose of this research was to examine the existences of teacher-student verbal communication in my classroom and explore the reinforcing strategies that can stimulate students’ involvement in the classroom, as well as, create a more interactive teacher-students environment in one on my Secondary 4 class. In this study, I investigated the reason behind the “silent” during the teacher-student verbal interaction and how creating a safe language learning environment can fuel student’s motivation in raising their voice in the classroom.

Introduction Teaching English as a second language in Hong Kong is both challenging and exciting. Students are generally eager to learn. However, one of the frustrations that teachers often complain about is students’ reluctance to adopt active speech roles in classrooms, where students are unresponsive and avoid any interactions with the teacher in the classroom. This is especially true when a teacher seeks interaction in the teacher-class dialog, such as asking questions to the class as a whole and expecting students to respond and give feedback.

There will be times when no student can answer a teacher’s question, but often students do not answer even if they understand the question, know the answer and are able to produce the answer, furthermore, students are often reluctant to give feedback or ask a question in the class. School and Students’ Background This is a band 3 CMI (Chinese as the medium of instruction) government Secondary boy’s school in Yau Ma Tei where English is taught as a secondary language on the school curriculum but with a high proportion of students who regarded English as a foreign language.

The class involved in this action research consisted of 38 mixed ability (English level) students where traditional “whole class teacher-fronted interactions” (Jarvis & Robinson 1997:212) was the dominant teaching method. Due to the Confucian influence, students in Hong Kong are usually taught to listen and not to question a teacher in classroom. Students have little or no experience in in-class interaction with the teacher, such as questioning, commenting or giving feedback. They are taught to keep quiet and respectfully listen to the teacher.

Moreover, most of them, being accustomed to memorizing new words and expressions, as well as, paying attention to grammar points and language structures, find it extremely hard to express themselves in oral English even in answering questions, which is out of their normal classroom practice. Thus, during the classroom observation period, the students appeared attentive and enjoying the class but they were unresponsive and tends to avoid any verbal interaction with the teacher. Problem Identification and Plan Intervention

As a teacher, I cannot assume that I am the giver of knowledge. I can only be confident in knowing that I am the facilitator of understanding, the presenter of an opportunity to explore, discover and compile knowledge. I believe that student’s willingness to learn and his or her enthusiasm of a language dictates the level of learning. During the first two weeks of this research, I reviewed the English textbook, my teaching methods and observed other teacher’s lesson where the students had to work both individually and in groups.

To determine each student’s level of enthusiasm for learning English, I have conducted a survey which contained the following questions (completed at the end of each English class): Do you like learning English? How have you liked learning English so far this year? Do you like your English teacher? Students were asked to rate their answers using a scale of 1 to 5. The scale was represented by 1:(; 2:(; 3:(; 4: [pic], the results were mostly in 2 and 3. (Appendix. B). I have discovered that most of my students are rather passive in answering questions, where responding is often not voluntarily.

Thus, little oral feedback is received from the students. Many have low confidence in their ability to speak without prior planning, therefore, there is no immediate response to teacher’s question and this is because “listening to teacher” has been their most frequent classroom experience rather than answering. Most of the students sit looking straight ahead using minimal facial expressions, verbal utterances and avoid any eye-contact with the teacher, often the feedbacks I would receive is the simple nods and shakes of their head.

Furthermore, Student would never ask the teacher questions during the lesson, however, they would come and ask after the lesson in the one-on-one situation. Most of my students enjoyed inadequate speaking opportunities in classroom but when it comes to class discussion, they would not participate nor comments. In most other classes that I have observed, the teacher would address the class as a whole with few questions to check their understandings. However, there were no responses or reactions from the students.

Then, students had to answer some questions in their book, most of the students seemed to have little trouble doing this and even if there were any problems, they readily asked the student sitting next to them. Since, most of the students seemed understand the teacher’s questions, it was felt that there was something else that kept these students from responding voluntarily in the classroom. Most Hong Kong students are taught to listen and not to question. Hong Kong students have little or no experience in in-class interaction with the teacher, such as questioning, commenting or giving feedback.

Students are taught to sit quietly and listen to the teacher. Especially, students with lower level, often the big thing holding them back are low-confidence. “Giving up” or “I don’t know” are the two favourable approaches that student used. In most cases, student thinks,”It is impossible for me to give an acceptable answer, so, I’ll just not try”. I believe one necessary ingredient to hold this teacher-student verbal communication together is the amount of freedom given to the student to express himself or herself.

Students must believe from the first day they enter the classroom, that their input will be valued. There is no such thing as a dumb question or an unacceptable answer. Praise and encouragement: I have used jokes to start my lesson to release tension in my classroom. Often praise is a simple phrase like, “good”, “fine” or “nice”. Encouragement is slightly different such as, “interesting”, “continue”, “what else”, “tell us more about it”. When a student makes a suggestion, I would paraphrase and summarized it into a simpler terms and say, “I see what ou mean. That’s a good point. ” “Rules”: Each culture has different “rules” about how students should act in the classroom. In some countries, students are expected to listen and only the teacher should lecture or talk in class. But in English speaking countries and in English class, it is good and important to answer teacher’s questions and interrupt with questions of your own. It means that you are interested and paying attention (Helgesen & Brown, 1994). This was explained to the class and it was reminded at the beginning of each lesson.

Involvement: The classroom activities must be able to attract the students’ attention and involve them into actual communication (Bloom, 1976). Challenging and interesting tasks usually make deep involvement. Thus, I have formulated a speaking exercise where YouTube, local tabloid and mind maps were incorporated (Appendix A). Students had to describe the pictures, watch a video clip from YouTube and followed by a little class discussion. Then, students had to work in groups where they can only speak English and complete the brainstorm exercise.

Lastly, each group had to present their brainstorm to the class orally. Outcomes As I watched and listened to my students during the study, it was apparent that they were thoroughly enjoyed the use jokes as an opening of a lesson. Students were eager to hear my “joke of the day” with some, to my surprise, who shared their own jokes to the whole class in English. Regarding to the use of tabloid as their discussion topic, clearly they know the content well and it has elicited their willingness to talk and raise their own opinions. However, when I asked a question, I still receive poker-faced stares from my students.

But, when I moved closer or looked specifically at a student, the student usually tried to answer rather than “I don’t know”. Thirty one students responded to the post-survey, it shows a slight increase in my students’ enthusiasm in learning English. The increased enthusiasm of my students was very clear that they enjoyed the jokes and the use of YouTube in class. As for me, they liked me the same but they were more willing to speak in class and “gets” into the topic more when using tabloid as a discussion topic. Conclusion There were some areas where the results were not as successful as planned.

For instance, the students needed to be prompted with eye contact to answer a question and when they did not understand something; they still sit quietly and wait for me to see they puzzled face so that I could rephrase what I have taught. Yet, some progress was definitely made. They students did interact during the class discussion and some did answer the questions. As for those unmotivated students, using multimedia (YouTube) has kept their attention better than using books. Reflection One thing I have learned from this research project is that teaching and learning takes place in many different forms.

Sometimes, one learns by listening and at other times, by sharing and discussing ideas with others, that includes interactions among the students and interactions between the students and the teacher. This teacher-student verbal communication is essential in a classroom where teaching and learning is happening on a continuous basis, especially in an EFL classroom. I believe we learn a language from discussion and negotiation of meanings – interactions and an English classroom is one of the most authentic setting and the best opportunities to use the English language for communication. McCarthy: 1991, p. 18) suggests that teacher should try their very best to strike a balance between “real” communication and teacher talk. Cullen (1998) also believes that “good” teacher talk means “little” teacher talks because too much talk by the teacher deprives students’ opportunities to speak. Moreover, good oral interaction creates a rich learning environment in which effective teaching and learning can occur where students have the maximum exposure to the target language to enhance their learning and develop their communicative competence.

I would not say the result research was a great success; however, some improvements were made for sure. Moreover, considering the time and the period (wrong time of the year and it is too short of the time to see the results), I was quite happy to see how my students tried to interact with me during class and outside classroom. I have to say, teaching is not an easy job, especially, teaching English in a Cantonese speaking school. Thus, it takes extra time and effort to see the results. Nothing is impossible, it all depends on the extra miles that one takes. BIBLIOGRAPHY Amidon, J. & Flanders, N. 1971). The role of the teacher in the classroom (rev. ed. ). St. Paul, MN: Association for Productive Teaching. Bloom, B. (1976). Human characteristics and school learning. New York: McGrew-Hill. Cullen, R. (1998). Teacher talk and the classroom context. ELT Journal, 52(3), 179-187 Helgesen, M. & Brown, S. (1994). Active listening: Building skills for understanding. Melbourne: Cambridge University Press. Jarvis, J. & M. Robinson. (1997). Analyzing educational discourse: an exploratory study of teacher response and support to pupil’s learning. Applied Linguistics 18(2):212-228. McCarthy, M. (1991).

Discourse analysis for language teachers. Cambridge: Cambridge University Press. APPENDIX A: SAMPLE WORKSHEET [pic] [pic] [pic] Angela Tong drunk driving sentenced 160 hours of community service, monitored by entire HK http://www. youtube. com/watch? v=eBq5IiBc1NI?????????? http://www. hkceleb. com/pic/albums/michael-tse-tin-wah/michael-tse-20090221-141439. jpg Source: Singtao Angela Tong’s drinking and driving case had been held in court?? yesterday. The results were that she was sentenced?? to 160 hours of community service????. Earlier Michael Tse who was also in the situation, he expressed that he’s happy for Angela.

He also encouraged drivers out there to not drink and drive, not even one sip???. Michael said: “I understand that Angela and I will be monitored?? by the entire Hong Kong! ” Earlier Angela admitted that she was drinking and driving and was careless???. Yesterday she was sentenced to 160 hours of community service, fined HKD$1200 and her license is suspended???? for a year. Michael expressed yesterday in news that he knows Angela was already sentenced, he said: “First, I am happy that she is okay, hope that she will be able to get back into her work soon.

I hope that we learned our lessons and will not commit? the same crime again. I understand that Angela and I will be monitored by the entire Hong Kong. ” Asked if he felt the sentence was too heavy? Michael said: “The two cases are different, the court’s decision is fair??. They follow the points to make the decision, I will respect what the court sentences. It is not a matter of heavy or light sentence, we are both responsible for the consequences??. If you had alcohol, do not drive, don’t think that one sip won’t affect anything. Michael recently hired a driver because his license was suspended, asked if he would help Angela out? He said: “I don’t need to, she has an assistant with a driver’s license. YOUR GROUP IS MEETING TO DISCUSS THE DANGERS OF DRUNK DRIVING… YOU MAY WANT TO TALK ABOUT: • Why drunk driving is dangerous to yourself and others? • Drunk Driving penalties/punishments • Drunk Driving preventions APPENDIX B: PRE & POST SURVEY |Do you like learning English? |1:(; 2:(; 3:(; 4: [pic] | |How have you liked learning English so far this year? 1:(; 2:(; 3:(; 4: [pic] | |Do you like your English teacher? |1:(; 2:(; 3:(; 4: [pic] | 1. Did you share something in class today? Yes/No 2. If yes, did you share with: a) Students only; b) The teacher; c) A group of students; or d) A group of students and the teacher. 3. Did you ask a question today? Yes/No 4. If yes, did you ask a question of: a) Student only; b) Teacher only; c) A group of student only; or d) A group of students and the teacher ———————– DANGEROUS PENALTIES PREVENTIONS

The Words Art Historian Use!

The Words Art Historian Use!

The Words Art Historian Use: Art Terms FORM: Refers to an object’s shape and structure, either in two dimensions (ex: a figure painted) or three dimensions (ex: a statue carved) COMPOSTION: Refers to how an artist organizes (compose) forms in an artwork, either by placing shapes on a flat surface or by arranging forms in space. MATERIAL: To create art forms, artists shape materials (pigment, clay, stone, gold etc. ) with tools (pen, brushes, chisels, and so forth) Each of the materials and tools available has its own potentialities and limitations.

TECHNIQUE: The process artist employ such as applying paint to silk with a brush, and the distinctive, personal ways they handle materials constitute their technique. LINE: MOST IMPORTANT ELEMENTS DEFINING ARTWORK’S SHAPE OR FORM is line. The path of a point moving in space, an invisible line of sight. COLOR: Light reveals all colors. As the sum of all wavelengths composing the visible spectrum, natural light may be disassembled or fragmented into the individual colors of the spectral band. TEXTURE: Refers to the quality of a surface, such as rough or shiny.

SPACE: The bounded or boundless “ container” of objects. MASS: The bulk, density, and weight of matter in space. VOLUME and MASS describe both the exterior and interior forms of a work of art. CARVING & CASTING: Carving is a subtractive technique. The final form is a reduction of the original mass. In additive sculpture, the artist builds up the forms, usually in clay around a framework. Or a sculptor may fashion a mold, hollow form for shaping, or casting. RELIEF SCULPTURE: The subjects project from the background but remain part of it.

PERSPECTIVE AND FORESHORTENING: Perspective is A device to create the illusion of depth or space on a two dimensional surface. Foreshortening is when an object appears compressed when seen from a particular viewpoint, and the effect of perspective causes distortion. PROPORTION AND SCALE: Concerns the relationships (in terms of size) of the parts of persons, building, or objects. The intentional “unnatural” discrepancies in proportion constitute what are historians call hierarchy scale, enlarging of elements considered the most important.

Rob Parson at Morgan Stanley

Rob Parson at Morgan Stanley

Leadship:enhancing the lessons of experience Rob Parson at Morgan Stanley (A) Contents Rob Parson at Morgan Stanley (A)1 Contents2 Provide a background of the case3 Should Rob Parson be promoted? 3 Exhibit 3. 4 Conduct the performance appraisal conversation5 Background Under the leadership of John Mack,Morgan Stanley was transforming itself into a “One-Firm Firm. “They’re very value their employee. They treating each other with dignity and respect. ohn Mack recruit Paul Nasr to join Morgan Stanley who would shape up the culture. As Paul Nasr know,in Morgan Stanley,business is not the only thing they’re care about.

Here the franchise matters,the culture is important,and the firm cares a lot about the integrity of the process. One of the areas where Morgan Stanley had historically been weak was in delivering capital markets services to financial services firms such as banks and insurance companies. To develop a presence in this market Nasr recruited Parson,a young banker who had previously worked for him at a different firm. Parson had a proven track record in financial services and Nasr felt Parson had the type of energetic,entrepreneurial nature that Morgan Stanley needed to penetrate the sector.

Throughout his ten years of experience Parson had built strong relationship with the important players in the banking and insurance industries. Parson Joined Morgan Stanley as a market coverage professional in the Capital Markets divisin focusing on financial institutions. The position that Parson was hired to fill had a reputation for being notoriously difficult to perform and had seen a tremendous amount of turnover at Morgan Stanley. It was widely known in the industry that clients in the financial services segment were extremely ompetitive and often engaged investment bankers in cut-throat negotiations over how mmuch they were willing to pay in fees. The person filling this role needed some aggressive characteristics. Should Rob Parson be promoted? Yes/No? Support your decision. Yes. Rob Parson should be promoted. The reason as follow:1)Rob Parson had been financial and insurance industries for ten years before he joined Morgan Stanley. He knew how to do business in his sector. “The senior managers in Capital Markets recognized that in order to service this client base effectively,it could not be “business as usual. The financial industry clients moved at a more rapid pace than those in other sectors and were among the most demanding. And clients in his sector wanted answers in a matter of minutes rather than hours. ” 2)People in Morgan Stanley don’t konw how to do business in those areas. “One of the areas where Morgan Stanley had historically been weak was in delivering capital markets services to financial services firms such as banks and insurance companies. ” “The Morgan Stanle way was to build consensus. If he waited for consensus,the business would have been transacted away. 3)Morgan Stanley need Rob Parson’s help To develop a presence in this market. Exhibit 3 Evaluation and Development Summary Form Review of Performance PERFORMANCE SUMMARY, INCLUDING ACCOMPLISHMENTS Consider objectives in prior year’s E&D Summary as well as business objectives set earlier in year. Refer toSelf-Evaluation where applicable. EVALUATION THEMES Strengths Comments Selling Skills 1)Always willing to ask for the order no matter how difficult a situation. 2)Demonstrates more initiative,more receptive to pitching business and to allowing team members access to clients. )Commercial instincts. Avoids problem deals and has accurate pricing views. 4)Cross-selling. Consistently puts key products in front of clients. 5)Aggressive selling skills. Asks for the sale and makes it difficult for clients to say no. 2. Aggressiveness/Initiative/Commitment 1)Rob is a self starter who is unusually aggressive in pursuing the business. 2)Rob is one of the hardest workers in Capital Markets. He seems to take nothing for granted. 3) Rob is responsive to all of my client requests. I asked him to initiate coverage of regions and he was quick to start. )Aggressive approach to underwritten bid business,important for Firm’s overall league table standing. Relationship Management 1) Works well with Regional Office to integrate us and use our strengths to manage and develop clients. 2) Rob also challenges me to be more active. He has introduced me to several clients and he keeps me apprised of all activity. 3)Rob is good with senior client management and knows how to ask the hard questions. 4)Rob is consistently very thorough about identifying and informing all the internal parties associated with a specific client. Development Areas Comments

Team Player Skills. 1)lthough Rob has made progress here in recent months, he still needs to work at integrating his efforts more effectively with the broader team. 2)Rob is one of the senior CMS covering officers he should take most of a leadership role within the group. This could be demonstrated by more of a presence in the morning meetings, leading by example, etc. Perhaps this is a bit tough to define but he could step up his role in the group. 3 Personal Style. 1)Rob exhibits a volatile personality, at times, that causes problems. Needs to resist the temptation to react too quickly to an emerging problem.

Must learn how to treat colleagues with a little more respect. 3. Organization and follow up 1)Rob needs to work on planning, organization of his coverage effort and consistent follow up. We’ve seen that not all clients are forgiving on these issues. PERFORMANCE OBJECTIVES FOR NEXT YEAR: Business Goals (List important business and commercial targets). Rank second within the market. Hold the old business and get new business. Professional Development Goals (list important development suggestions to enhance evaluatee’s professional effectiveness). Be more cooperative and work as a team leader with more team player skills.

CAREER GOALS (Comment on evaluatee’s short-term and long-term career goals as described in the self evaluation): Short-term: build up a team,and hence good team player skills,Long term:get more market share. 4. If you were Paul Nasr,how would you plan to conduct the performance appraisal conversation? What would your goals be? What issues would you raise and why,and how would you raise them? If I were Paul Nasr,I would conduct the performance appraisal conversation like this:1)I will applaud Paul’s achievements which is within Parson’s help Morgan Stanley held the third rank position with a market share of 12. %. 2)I will point out there’re still have some aspects Parson need to be developed. Such as Team Player Skills,Personal Style,Organization and follow up,presentation skills etc. 3)I will draw a conclusion that the reason I recruited Parson join Morgan Stanley because Morgan Stanley’s people don’t know what Parson know which is delivering capital markets services to financial services firms such as banks and insurance companies. 2. My goal will be I need Parson and his team work more closely together and get more market share for the follow year. 3.

I would raise three issues:1)Promoted Rob Parson because his remarkable achievements. “Prior to Parson, the firm had been ranked tenth with a market share of 2%. Parson had been instrumental in securing first- time business with more than ten clients, had secured major deals with existing clients, and was generating substantial revenues for his desk. Now Morgan Stanley held the third rank position with a market share of 12. 2%. ” 2)Point out that Rob Parson’s weakness and ask him work on it. 3)Under Capital Markets division,Set up a department focusing on financial institutions ,appoint Rob Parson’s the director of this department.